COMPENDIUM Gender Equality and Diversity in Customs

2020

wcoomd.org Supported by COMPENDIUM Gender Equality and Diversity in Customs

2020 TABLE OF CONTENTS

6 FOREWORD The broad scope of examples collected illustrates the diverse 8 INTRODUCTION Membership of the WCO and 10 AUSTRALIAN BORDER FORCE demonstrates that there is no 14 FEDERAL REVENUE OF BRAZIL “one model that fits all”. 18 FINNISH CUSTOMS

22 ICELAND CUSTOMS

26 CENTRAL BOARD OF INDIRECT TAXES AND CUSTOMS OF INDIA

30 INDONESIA CUSTOMS

36 ISRAEL CUSTOMS

42 JAMAICA CUSTOMS

46 MALI CUSTOMS

50 NEW ZEALAND CUSTOMS

58 PHILIPPINES CUSTOMS

62 SOUTH AFRICAN REVENUE SERVICE

66 SWEDISH CUSTOMS

70 UGANDA REVENUE AUTHORITY

74 HER MAJESTY’S REVENUE AND CUSTOMS OF THE UNITED KINGDOM

80 UNITED STATES CUSTOMS AND BORDER PROTECTION

86 VIETNAM CUSTOMS

4 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 5 FOREWORD

I am very pleased to present the WCO’s first edition of the Compendium on Gender Equality and Diversity in Customs.

Gender Equality and Diversity is not only a question of human rights, but also considered a “Gender Equality and prerequisite for achieving sustainable development, growth and competitiveness. The WCO Secretariat therefore incorporates these issues as an integrated part of its capacity building agenda Diversity is not only a in order to enhance the overall performance of Customs administrations. Acknowledging that gender equality and diversity are important cross-cutting issues, the WCO recommends adopting a holistic approach and encourages its Members to consider gender and question of human rights, inclusiveness both in internal policies (including human resource management, leadership and career development) as well as external policies (stakeholder collaboration and at the border).

but also considered a Over the past years, many members have stepped up their efforts to promote gender equality and diversity in Customs. Moreover, the WCO has expanded the scope of its work to also discuss prerequisite for achieving broader diversity and inclusiveness issues. During the WCO Council sessions, in December 2020, the WCO and its Membership unanimously sustainable development, adopted the Declaration of the Customs Co-Operation Council on Gender Equality and Diversity in Customs. This illustrates the increased interest from Members to further advance the gender equality and diversity agenda. The Declaration calls for Customs administrations to share their growth and competitiveness.” experiences on strengthening gender equality and diversity in Customs as well as on monitoring and evaluating methodologies to assess and report progress in this area.

Building on the above, this Compendium on Gender Equality and Diversity in Customs serves as a valuable and timely publication for Members to help guide their related efforts. Going forward, the Compendium will be part of the continuous work to collect more practices on advancing gender equality and diversity, both internally within Customs and also in relation to Customs’ engagement with stakeholders.

We hope that this first edition will inspire Members to take further action and to share their experiences and lessons learned with the WCO Secretariat to foster further learning and inspiration across the Membership.

I would like to express my appreciation to all those colleagues around the world who have contributed by sharing their practices, and to the United Kingdom’s Prosperity Fund for making this Compendium possible under the framework of the Trade Facilitation in Middle Income Countries Programme.

I would also like to take this opportunity to thank all Members for their ongoing support to the WCO’s global capacity building efforts.

Dr. Kunio Mikuriya Secretary General

6 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 7 INTRODUCTION

The WCO Secretariat started promoting Aligning with the 2020 Declaration of the gender equality in Customs in 2013, with the Customs Co-Operation Council on Gender organization of the international conference Equality and Diversity in Customs, this “Women in Customs, Trade and Leadership”, Compendium on Gender Equality and Diversity gathering 160 participants from 50 countries. in Customs now seeks to complement the As an outcome of this conference, the WCO GEOAT and the above initiatives by providing Gender Equality Organizational Assessment practical examples on how WCO Members are Tool (GEOAT) was launched. The GEOAT aims implementing gender equality and diversity in to assist Customs administrations in assessing their respective administrations. It serves to their policies, practices and activities, helping provide possible inspiration across the WCO them to explore how gender equality could Membership to promote gender responsiveness further be incorporated into their reform and and inclusiveness. modernization agendas. The 17 practices illustrate several of the key In recent years, the WCO has stepped up its GEOAT principles and indicators, from cross- efforts to launch new initiatives to promote cutting policies to concrete initiatives to address gender equality as well as broader diversity and particular issues such as promoting work life inclusiveness issues in Customs. In 2017, the balance, inclusiveness in organizations, women Virtual Working Group for Gender Equality and in leadership positions or preventing sexual Diversity was launched to provide a platform harassment and gender based violence. to Members to exchange experiences and good practices, as well as to raise awareness The broad scope of examples collected illustrates on the GEOAT. Further to this, a blended the diverse Membership of the WCO and training package “Advancing Gender Equality demonstrates that there is no “one model in Customs” was developed that composed of a that fits all”. Policies and practices are to be one week workshop and an e-learning module adapted to the unique context of each country on raising awareness on gender equality within and Customs administration. They also show Customs. The WCO has also disseminated two that, while implementing gender responsive surveys on gender equality and diversity, the and inclusive measures is often linked to the first one in 2016 and the second one in 2019. national legislative frameworks, it can also be the Moreover, starting in 2020, the Secretariat has result of proactive initiatives from the Customs incorporated questions on gender equality and administrations to drive this agenda forward. diversity in its annual survey to Members. This is the first edition of the Compendium and regular updates will be made as Members share more practices and lessons learned on advancing gender equality and diversity.

8 COMPENDIUM | Gender Equality and Diversity in Customs The Department of Home Affairs and the • Gender, Australian Border Force (ABF) are committed • Lesbian, Gay, Bisexual, Transgender, Intersex to building and valuing a diverse workforce and Queer (LGBTIQ+), that represents the community they serve, that • Intergenerational, fosters inclusiveness and embraces the diversity • Indigenous, AUSTRALIAN of its people, including neurodiversity, different • Disability, and cultural backgrounds, ethnicity, disability, age, • Culturally and Linguistically Diverse (CALD). gender identity and sexual orientation. BORDER The Champions are responsible for advancing The Diversity and Inclusion section is the Department’s commitment to diversity and responsible for driving the diversity agenda inclusion and for supporting those staff who FORCE for the Department of Home Affairs and the face challenges or barriers in realising their full ABF. This section is also supported by senior potential. The objective of this commitment is executives, appointed as Diversity, Disability and to encourage all staff to recognise and embrace Indigenous Champions, who support a number the full range of perspectives, experiences, of diversity cohorts and related staff networks, knowledge and skills that diversity brings to the including: Department of Home Affairs and ABF.

10 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 11 The vision for the SAGE network is for the equal The network meets on a quarterly basis. presence, impact and influence of men, women Meetings are run by the SAGE Chairs and and those who identify outside of the gender minutes of each meeting are provided to binary, at all levels within the Department. all members. The Department’s Diversity Its mission is to increase advocacy for gender Champions are invited to meetings, as well equality, partner with Diversity Champions, as occasional guests to contribute to specific participate in strategy and policy development, agenda items. and provide leadership on how to achieve greater gender equality throughout the The network promotes initiatives with a Department. motivational impact on staff. Members often have opportunities to participate in conferences, The network’s purpose is to strengthen gender external networking meetings and events for equality through four key themes: days of significance. These are coordinated and supported by the network. • Engaging in new conversations. • Driving meaningful change. The Diversity and Inclusion Section plays a pivotal role in supporting the network and also • Stepping out to encourage others to step up, and in running activities to raise the importance of gender equality across the Department. Its • Empowering through connection. activities include communications to recognise and celebrate days of significance, such as Several action plans aiming at breaking down • Developing and implementing the The network provides advice, expertise and International Women’s Day, International barriers to inclusion and driving cultural change Breastfeeding in the Workplace Procedural advocacy to the Department on issues shaping Men’s Day, a charity drive for ‘Share the have been developed. These include the: Instruction, in line with recommendations current and future gender equality in the from the Australian Breastfeeding Association, Australian Public Service (APS). It also assists in Dignity’ (donating sanitary products for persons experiencing poverty) and an annual Christmas – Reconciliation Action Plan 2019-22 providing breastfeeding-friendly workplace for coordinating activities and events, including: all employees. charity drive for a nominated charity supporting – Intergenerational Action Plan 2020-24 • Adopting a Panel Pledge to increase female • Communicating with senior executive staff, part of the Australian community. Materials have – LGBTIQ+ Action Plan 2019-22 - a ‘Plan for Pride’ representation on public and professional including our Diversity Champions, to gain also been prepared to promote more flexible – Disability Action Plan (DAP) 2016-2 forums and taking into account gender balance support for, and engagement with, the working options for all genders. when appointing internal boards, committees network’s 12-month calendar of events, – Gender Equality Action Plan (GEAP) 2017–20. and panels. As a result, of the 30 board • Managing and promoting planned activities, The network continues to seek opportunities for positions in the Home Affairs Portfolio in further involvement in gender equality initiatives Through the implementation of the GEAP 2017- December 2019, 53.3% were filled by women, • Consulting on strategy and policy development throughout the Department and for members 20, the Department of Home Affairs - which exceeding the Australian Government target on gender equality and inclusion, to linked with other networks across the APS. includes the ABF - has implemented a range of of 50% and which was 4.9% higher than the • Seeking internal and external opportunities for For example, the co-chairs of the Diversity and initiatives that have contributed to building the government average. collaboration and partnership, and Inclusion Section and the SAGE networks are inclusive culture. Some of the initiatives include: • Reviewing and enhancing workplace policies • Modelling inclusion. and practices to support gender equality, using members of the APS Cross Agency Gender the recommendations from a research project The network membership is open to all staff and Equity Network (CAGEN). undertaken by the University of New South currently has 89 members from staff (87 women Wales. and 2 men). An online forum is also available, • Developing the Staff Advancing Gender which currently has 160 members. Membership Equality (SAGE) network in 2016, at the is open to all staff without any qualifying criteria initiative of the Diversity and Inclusion Section or obligations. which helps in driving and progressing GEAP initiatives across the Department.

12 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 13 The Ethics Committee of the Receita Federal The Ethics Committee is comprised of six do Brazil (RFB) – Federal Revenue of Brazil - is members (three full-time members and three responsible for overseeing the compliance substitutes) plus 20 local representatives. of the administration’s Code of Conduct Members are appointed by the RFB Director. and for handling any complaints concerning The Committee also collaborates with other FEDERAL discrimination, harassment and/or misconduct. units, for example the Communication Unit when developing awareness-raising campaigns or The Code of Conduct was established in 2013 materials. REVENUE OF and is based on the Brazilian national law, which covers public disrespect, harassment and The Ethics Committee members, as well as discrimination. The Code is publicly available its local representatives, are all trained on BRAZIL so that citizens know the standards of behavior harassment issues as well as violence of any kind, expected of a RFB officer – making it easier to in order to be able to assess and handle cases complain about misconducts while enhancing reported to them. Depending on the details, transparency and integrity. they will take corrective actions or preventive measures with managers or employees. The local representatives are also trained to work with the Committee on preparing communication materials and raise awareness – for example,

14 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 15 Given its growing importance, the Ethics The Ethics Committee has also developed Committee has made psychological violence and materials, held educational events and bullying its focus for 2020, assessing cases within awareness-raising campaigns among staff the administration and raising awareness among on different forms of harassment and how to managers. Because of the sensitivity of this avoid it. It seeks to clarify the definitions and issue, the Committee has engaged a specialist perceptions of different types of harassment to further inform its deliberations, and building offence and / or discrimination of any kind. The on work to define what constitutes harassment Committee also offers virtual seminars on the conducted by a dedicated working group topic “Ethics as a tool to prevent harassment”, established in 2009. The Committee has already in which they invite specialists to discuss delivered presentations throughout the country, the principles of ethics, moral harassment covering general issues relating to discrimination and harassment in the public sector, offering organizing seminars on preventing harassment For confirmed cases of harassment and/or and stress information, including conflicts of participants to ask questions to clarify their and discrimination among staff. It should be violence, and where the Committee has been interest. Often, managers do not realize the doubts. noted that complaints on integrity issues are involved to address the situation with the pressure they are placing on employees or not handled by the Ethics Committee, but by the accused, the victim and local managers, there whether their methods are acceptable. This Given the low level of women in senior Internal Audit unit. was positive feedback from managers on their is why greater awareness among managers management positions (currently, only 5% of work in resolving these cases. In some cases, the is important, to give them confidence in their Directors are women and 28% of managers), The Ethics Committee handles cases of Committee recommended that managers invite role and define the parameters for acceptable this has been identified as a priority for the RFB harassment and can issue ethical censorship. employees to report harassment incidents via behavior – resulting in a more conducive working in recent years. The Committee therefore also Sexual harassment is considered a crime in “Spaces to Speak” (Espaço da Fala). This is an environment for optimal performance and well- discusses how to improve how they value and Brazil and, if it occurs, it therefore becomes a initiative, led by the RFB’s Human Resources being. promote women in management positions. case for the police. In such cases, the Committee (HR) unit, aimed at providing moral support and can provide support to the victims; however, assistance to employees. In other cases, the There have been many discussions on Members are appointed by the RFB Director. the investigation process will be dealt with Committee suggested that managers promote performance measurement, and the fact The Committee also collaborates with other externally. Persons committing acts of violence “conflict mediation”, which can also call upon the that some staff consider the productivity units, for example the Communication Unit when or harassment will be prosecuted and this will assistance of the HR unit. measurements to be stressful and thus a form developing awareness-raising campaigns or be reported in their personnel file, which may in of harassment. The Ethics Committee reported materials. turn inhibit promotions and responsibilities. The RFB’s Ethics Committee has a dedicated that this has identified the need to further intranet webpage where it publishes rules, assess what can be defined as harassment to Staff that are victims of harassment or violence material, articles, leaflets, videos with guidelines prevent misunderstanding. To provide further of any kind can contact the Ethics Committee on the Code of Conduct and public ethics. In clarification, the Committee will develop through the intranet, which provides a link to addition, the Ethics Committee has a space on a training plan to avoid impolite behavior, the Commission and its local representatives. the Federal Public Administrations website harassment by managers of subordinates and The Committee Members can engage with staff for information on the RFB’s Code of Conduct, vice versa. Moreover, there is a specific Code of either face-to-face, by phone or email or staff the structure of the Ethics Committee and the Conduct for RFB Executives covering what is can opt to make an anonymous report/claim. contact details of the Committee. External expected from managers in terms of how they stakeholders or the public may also report deal with cases of harassment and/or gender The Ethics Committee also monitors cases cases of harassment or misconduct through a based violence. of gender-based violence on a continuous reporting mechanism or directly to the Ethics basis, and provides support and guidance to Committee via email. victims. In that regard, the Committee tries to identify the specific type of violence, whether physical, psychological etc., and provides recommendations as appropriate.

16 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 17 Balancing your professional and private life can The other scheme sees office-based staff be made easier through more flexible working following regular office hours, i.e., between 8h00 hours arrangements. The Finnish Customs and 16h15. Most people working office hours has promoted remote and flexible working have flexible working hours, meaning that they options since 2014 as part of their general work can start between 06h30 and 09h30 and stop FINNISH promoting gender equality and diversity in the working between 14h30 and 19h00, with a workplace. lunch break of 30 minutes. Their weekly working hours are 36 hours and 15 minutes. The flexitime CUSTOMS At the Finnish Customs, employees follow offered in the morning and afternoon is meant to one of two working hour schemes. People in make it easier for the employees to coordinate operational positions - more than 50% of all their professional and private lives. An employee Customs staff - undertake period-based work can work more hours one day and fewer on where the shifts are pre-planned for three another day. The supervisors have the right to weeks in advance. Here, each employee will have intervene with the use of flexible hours if work a total of 114 hours and 45 minutes of work. tasks and work arrangements require it. Their work is dependent on time and location. People following period-based work have the opportunity to switch shifts in some cases to accommodate private arrangements.

18 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 19 All staff working at Finnish Customs whose work The Finnish Customs is supportive of employees is not dependent on location are eligible for the taking parental leave. During parental leave, flexible working options - around 50 percent the employee can receive updates on what is of the entire staff. The ICT in use, and other happening at the workplace, if they so wish, security issues and rules, also define which kind facilitating the reintroduction after the leave. of work can be done remotely. Some supervisor When an employee returns after leave, they permissions are needed before officers can do will also be provided with personal guidance. remote work. Where there is a need to be in Employees are allowed maternity leave of 105 the office on specific days, remote work isn’t working days and paternity leave of 54 working permitted. days, of which 18 days can be taken at the same time as the mother. Normally, people work remotely approximately one to two days per week. The Finnish Customs All the above listed commitments are stated in sees increasing popularity for remote working the Finnish Customs Equality Plan for 2017- options among employees and has received 2020. The Finnish Customs is currently finalizing a great deal of positive feedback. The only its latest Equality and Non-Discrimination negative feedback has from those working on Plan for period 2020-22. The latest update is tasks that can’t be performed remotely. expected to be more ambitious than the previous edition. It should be noted that during the COVID- 19 pandemic in 2020, the situation significantly changed, with around half of the workforce at Finnish Customs working 100% remotely. This ‘new normal’ situation seems likely to have an impact on the ways of working in the future.

The popularity of remote work has increased continuously every year. To assist with this, the Finnish Customs offers laptops and systems required for remote work.

The Finnish Customs uses an early intervention model, to detect possible illnesses among The flexible time-balancing period is now six The possibility of working remotely is only staff. This implies that supervisors will have a months and the cut-off time for the positive offered to staff performing tasks that permits discussion with an employee who has taken working hours is 40 hours. Negative working this. In recent years, remote working has become more than three short sick leaves during a period hours must not exceed 10 hours at the end of more popular, as it offers greater flexibility for of six months, or more than 20 days of sick the balancing period or 20 hours during the staff. In addition, the opportunity to work at leave in the past year. An employee may take balancing period. As a rule, the positive balance a range of locations is offered, provided that a sick leave of three days by simply notifying exceeding the cut-off limit will be offset during it does not generate additional costs for the the employer. However, for longer absences a the balancing period using flexible hours. employer. medical certificate from a nurse or physician is required. The purpose of the model is to find ways to support individuals’ mental and physical health at an early stage, in co-operation with the occupational health care.

20 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 21 The Equal Pay Standard, developed by the The Standard describes the process that Icelandic Standards, was launched in December organizations can follow to ensure equal and 2012 with the objective of ensuring gender- fair pay-setting for staff. It includes methods for equal pay for jobs of equal value. The Standard making decisions on salaries and mechanisms for was developed with input from Iceland’s trade ensuring efficient monitoring. Implementing the ICELAND unions and employers. It was developed in such Standard allows organizations to improve their a way that allows it to be used by all types of human resource management and salary policies organizations, irrespective of sector (public or as well as strengthening their image as a fair CUSTOMS private) or size. employer.

The standard started out as a voluntary To obtain certification according to the Equal Pay instrument however, since January 2018, all Standard requires the following steps to be met: private or public organizations in Iceland with 25 or more employees are legally obliged to 1. An assessment of current pay policies within adhere to the standard. Those that fail to obtain the organization. certification will be subject to fines.1 2. Classification of jobs according to equal value; this step includes determining the required knowledge, competences and education level for different positions as well as evaluating the responsibilities and work environment of performing certain tasks according to a specific model (see image below).

3. Analysis of the wage setting of each employee according to specific job classifications to ensure that any discrepancies in terms of wages are non-discriminatory and based on objective criteria

4. Formalization of policies and processes related to the salary decision, and

5. Regular monitoring of the process, which needs to be validated by management.

1 https://www.government.is/topics/human-rights-and-equality/equal-pay-certification/

22 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 23 Iceland Customs was part of a pilot project Although implementation was time consuming, headed by the Ministry of Finance and the labour the positives have outweighed the challenges.

Work Conditions unions. Iceland Customs had some mentoring Iceland Customs have identified several Physical and Environmental and assistance during the process, thus there benefits, including greater transparency and Strain 30% Stimulus 30% Mental and Emotional was no need to hire consultants for the initial predictability, less time required to draft Stress 40% implementation of this project. institutional contracts and job descriptions,

Tools, Equipment and improved organizational culture built on Documents 10% Iceland’s Customs first put together a project transparency and trust, increased awareness Education 65% group composed of internal HR specialists. of gender-based discrimination in the labour Customer Service Work Its main task was to come up with preliminary 15% Environment market and more efficient HR management. 10% definitions and criteria for job classifications. Finance 25% The next step was to convene a focus group Implementing the Standard has established Knowledge composed of all senior and middle managers, a fairer system for setting wages at Iceland Responsibilities 35% tasked with reviewing all job definitions Customs, while also ensures gender equality. Project 25% and criteria to ensure ensuring a common Iceland Customs have also seen increased Management 25% understanding of all elements. Once these were satisfaction among employees and b an improved in place the actual job classifications could be image as an employer.

Work Experience set up. This provided a broad overview of all Staff Management Competencies 35% the different jobs within Customs and their Maintaining the Equal Pay Standard certification 25% 30% estimated value. All jobs were then categorized is an ongoing task for every institution and in terms of comparability and equal value, and company legally obliged to conform to the salaries were adjusted on that basis. standard. This means that Iceland Customs Communication Cognitive cannot drop its guard in terms of equal pay, Skills 30% Competencies 35% To meet the requirements of the Standard, gender equality or diversity issues in general. Iceland Customs also appointed an internal The agency is looking to re-evaluate the Initiative & Independance 35% Equal Rights Officer with responsibility to job classifications, using newly developed CRITERIA FOR JOB monitor and report on Gender Equality issues. computer software developed specifically for CLASSIFICATION implementing the Standard, particularly in terms Iceland Customs obtained its Equal Pay Standard of the salary evaluations and gender pay-gap after a comprehensive independent audit in When the job criteria and definitions were in place, the actual job classifications could be set up - a huge, but analysis. rewarding task. September 2016. To ensure compliance with the standard, audits are conducted annually. A more Job classification is an important component In addition, the Standard also required Iceland comprehensive audit is undertaken every second of the Standard, which is also useful in general Customs to develop an equal pay strategy and year and annually “maintenance certifications” competency-based HR management, particularly an equal rights strategy (similar to a gender done. for planning, recruitment, job development equality action plan). It also needs to produce plans and performance measurement. This is an annual report to report on the progress. In Iceland Customs is proud to have been the first also recommended in the WCO Framework addition, the report needs to be developed by employer in the country certified in accordance of Principles and Practices on Customs an assigned Equal Rights Officer responsible with the Equal Pay Standard. Professionalism. for coordinating implementation of gender equality measures within the administration. For transparency reasons, the report needs to be available to all personnel.

24 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 25 Gender equality, equal opportunities and grounds of discrimination such as ethnicity, place prevention of discrimination on grounds of birth, sex, religion, equal pay for equal work of religion, ethnicity, caste, sex or place of etc., thereby addressing issues of gender equality birth, are fundamental rights and principles and anti-discrimination. of the State Policy of India, as set out in the CENTRAL BOARD national constitution. State Policy also includes The CBIC has launched several initiatives in provisions on equal pay for equal work, ensuring support of these values. These include: humane working conditions and the right to Prevention of sexual harassment OF INDIRECT parental leave, prevention of sexual harassment and special protection of the socioeconomically The Sexual Harassment of Women at Workplace weak persons from social injustice and all forms (Prevention, Prohibition and Redressal) Act, TAXES AND of exploitation. 2013 was approved by the Indian Parliament in 2013. The Act addresses sexual harassment The Central Board of Indirect Taxes and Customs at the workplace and outlines how every CUSTOMS OF (CBIC) of India is committed to implementing employer - both public and private - are these values. The CBIC’s general induction required to constitute an internal complaints training provides an introduction to the Indian committee at each office or branch with ten or INDIA Constitution as well as the Code of Conduct and more employees, as a mechanism for redressing organizational values, which also includes other complaints. It also provides protection against

26 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 27 false or malicious charges. The definition of The complaints committees are required to Gender Sensitization Training a victim of sexual harassment at workplace, offer conciliation before initiating an inquiry, if is set deliberately wide to cover all women, requested by the complainant. The Act requires The National Academy of Customs, Indirect irrespective of her age or employment status, employers, among other things, to undertake Taxes and Narcotics (NACIN) is a government whether in organized or unorganized sector. education and awareness-raising programmes institute responsible for capacity building in the and to develop policies to prevent sexual field of indirect taxation, particularly in areas In line with the above-mentioned Act, the CBIC harassment. of customs. The Academy operates under the established internal committees to act on auspices of the CBIC under the Department of sexual harassment. These are composed of four Penalties have also been established for Revenue, Ministry of Finance. members; one senior level woman nominated by employers. Non-compliance with the provisions the employees and another two nominated by of the Act is punishable with a fine up to Rs NACIN offers a voluntary course on gender the employees. In addition, there is one external 50000 (around US$700). Repeated violations sensitization. This is a classroom-style course representative from an NGO or similar. The can lead to higher penalties and the cancellation that provides a general introduction to the members are appointed for a period of three of licences or registration to conduct business. concept of gender, gender-related issues at the years. External members are elected on the The Government can also order an officer workplace, sexual harassment and how this can basis of their considerable knowledge in sexual to inspect a workplace and any records in an be prevented, as well as gender mainstreaming harassment issues. There are 21 Central Goods organization related to sexual harassment. as a tool for good governance. It is conducted and Services Tax (CGST) Zones within the CBIC, as part of the administrations training 13 Customs Zones and 22 Directorates, each The members of the committees act as ‘persons curriculum, in line with the constitutional and with its own sexual harassment prevention of confidence’, to whom incidents of sexual legal framework on gender equality in India. committee. harassment can be reported. Any reported It invites external representatives from UN complaint is taken seriously, and the committees Women or other representatives from relevant The mandate of these committees is to assess all will act quickly on any reported complaint. organizations. It may also invite women officers internal complaints relating to harassment raised The committee members also do their best to to talk and present on a range of topics relating by any woman. The committee will investigate to counsel the victims of violence. to gender equality. NACIN has tailored the see if the complaint is relevant and then submit course agenda to include various constitutional a written report to the employer, who in turn will frameworks, legal provisions and case studies. assess whether the complaint is correct. When Between March 2019 and February 2020, the internal committee has reached a correct NACIN carried out 34 trainings both at the conclusion, the case will be reported to the NACIN headquarters including the regional police. The mandate and the functioning of the training institutes. committees have been clearly communicated to all managers and staff.

28 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 29 The implementation of Gender Equality and The Indonesian National Presidential Instruction Diversity (GED) in the Directorate General of on Gender Equality and Diversity from 2000 Customs and Excise (DGCE) of Indonesia started has set guidelines to make GED a reality. The in 2006, with the establishment of the GED preconditions and key components consist of a Taskforce. This came about as a direct result high-level commitment, a clearly defined policy INDONESIA of a Presidential Instruction and a subsequent framework, the required resources, gender- decree from the Ministry of Finance, which disaggregated data, the use of a gender analysis requires each Ministry or institution to integrate tool and the full participation of stakeholders. CUSTOMS GED in their respective development plans. The The DGCE has taken all these guidelines into GED Taskforce of the Indonesian Ministry of account to in order to fulfil the requirements of Finance is made up of high-level representatives GED implementation and to enable stakeholders - including the Director General of the DGCE - to become involved and to gain access and who are assigned as “Gender Champions”. The benefit from the work. Taskforce is mandated to coordinate, implement, monitor and evaluate the GED work of the As well as using a national Gender Analysis administration. Pathway (GAP) tool, the DGCE also applies the WCO Gender Equality Organizational Assessment Tools (GEOAT) as a way to assess the progress in the different areas of the GEOAT: employment and compensation, work - life balance and career development, health, safety and freedom of violence, governance and leadership and customs administration and stakeholder relations.

30 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 31 The GED Taskforce at Headquarters cascades Enhancing participative processes by the administration’s policies via locally- involving communities: To enhance community established Taskforces, which are responsible participation in Customs and trade activities, for the day-to-day implementation in their the DGCE has also implemented a number of respective districts. They draft workplans, measures. These include automating procedures ensure adequate facilitates and infrastructure for small and medium enterprises, developing as well as organizing relevant activities. The an online, user-friendly ‘community complaint/ taskforces are also responsible for monitoring whistleblowing’ system, improving professional and evaluating progress and reporting back to communication channels through the platform Headquarters. In addition, the human resource “Contact Centre Bravo”, where stakeholders department plays a key role in implementing can receive and deliver any information with various GED policies. full flexibility in a range of languages. It is also disseminating stakeholder information through The DGCE advances its agenda through a variety various channels (website, magazines, radio and of policies, initiatives and programmes on gender TV), as well as via physical desks located at each equality and diversity. These include: customs office and branch. .

• Gender-responsive budgeting : The DGCE The DGCE has also implemented a GED allocates the annual budget according to In its implementation, the DGCE is focusing on 1. Writing policies and regulations for all officers awareness programme, featuring coffee gender-responsive budgeting principles. on human resource procedures (placement, fulfilling the seven national prerequisites of on It assesses and ensures that the budget mornings, talk shows, seminars, “Customs goes transfer, promotion, leave, complaints, etc.) Indonesian Presidential decree on GED, as well corresponds with, and takes into consideration to campus” to inform students and the wider as well as compensation and promotion as the five key principles of the WCO GEOAT. the needs, problems, aspirations, experiences public on its work promoting GED. mechanisms. Some examples of the DGCE’s gender responsive of both women and men and provides policies include: 2. Identifying potential gender gaps in equitable benefits to all. This includes recruitment and other demographics assessing each activity from a GED (education, ethnicity, etc.) to determine perspective, evaluating how efforts are made whether women and minority groups are to improve conditions or to narrow existing proportionately represented at each level. gender gaps. 3. Conducting periodic analyses of promotion • Sex-disaggregated data: The DGCE uses ratios based on gender and other sex-disaggregated data and other relevant demographics, to identify and mitigate information, as tools to conduct gender based potential gaps. analysis, before formulating programme 4. Providing opportunities for flexible working planning and/or policies. DGCE continuously options, including working from home gathers sex-disaggregated data in a range of areas to allow for gender analyses and 5. Undertaking regular workplace audits to to identify adequate solutions for different detect any possible cases of gender based challenges. violence and offer adequate protection and/or support to victims of such violence if needed; • Gender Analysis Tool: The DGCE uses a tool called Gender Analysis Pathway (GAP) 6. Incorporating GED as part of the as a way of integrating GED into the entire organization’s mission, strategy and values. planning process. GAP aims to enable policy 7. Ensuring that all stakeholders are treated makers to plan projects and develop activities equally in customs policies and procedures. that identify gender gaps and take into account gender issues. This way, they can formulate 8. Automating procedures to reduce levels policies to reduce or eliminate these gaps. of corruption and ensure efficient use of technology.

32 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 33 Below is an illustration of how the DGCE uses areas that are completed/fulfilled, brown is According to a GEOAT assessment completed by the GEOAT indicators to get a general overview areas that needs improvement or innovation, the DGCE in 2018, the Administration estimate of how well the Administration is performing red are those that are inadequate and need 38 indicators (47%) have been fulfilled, 35 according to the five key principles, and which improvement and purple are the priority areas indicators (43%) fulfilled but with innovation still areas need further attention. Green represents for the coming year. required, four indicators (5%) are inadequate and where improvement is still required. The four estimated as inadequate or unmoved were GEOAT: 5 PRINCIPLES AND 81 INDICATORS chosen as priorities for improvement in the coming year. 5. CUSTOMS 1. EMPLOYMENT AND 2. WORK LIFE 3. HEALTH, SAFETY, AND 4. GOVERNANCE AND ADMINISTRATION COMPENSATION BALANCE AND CAREER FREEDOM OF VIOLENCE LEADERSHIP AND STAKEHOLDER In terms of challenges when implementing GED, DEVELOPMENT RELATIONS the DGCE has identified the following: a. Wages, Benefit & Pay a. Flexibility Policies a. Health Benefits a. Governance & a. Customs Policies and Equity Management Procedures 1. Working hours and services 1. Insurance access • Misconception over GED policies: There ■ 47% : 38 indicators fullfiled, running well 1. Payroll & benefit 2. Assesment on job schedule 2. Information for healthy right 1. Executive demography 1. Equality on service and is a misperception that GED policies only 2. Audit Job Classification 3. Facilitation for medical 3. Absence monitoring system review otomation on procedure ■ 43% : 35 indicators fullfiled, need innovation 2. Review for women access to 2. Information access for 3. Risk on Operational Job 4. Facilitation for domestic concern women’s rights to access the same 5% : 4 indicators inadequate, need improvement executive women ■ 4. Merit Based compensation 5. Option for flexible working b. Domestic Violence opportunities as men. The DGCE has worked 5. Periodic compensation 3. Interview for promotion 3. Simple procedures ■ 5% : 4 indicators chosen as 2018 priority 1. Reguler audit for violence review refusal 4. Pro SMEs policy to raise awareness to change this perception, programs to improve b. Dependent & Family Care 2. Standard procedure for 6. Childcare involvement 4. Feedback measurement and 5. Training 1. Periodic Survey of Family violence analysis as GED policies are not only directed at gender Care 3. Training for violence 5. Policy for women in b. Border Operation differences but also at different cultural and b. Discrimination 2. Access facility of Family Care anticipation managerial 1. HRD procedures 4. Management program for 6. Women potential 1. Dignified border service ethnic backgrounds and needs. The GED is domestic violence 2. Risk Manajemen in border 2. Sorted data c. Career Advancement identification in managerial undertaking programmes and activities to 7. Executive commitment 3. Service standard and easy 3. Nondiscrimination 1. periodic analysis for review on GED access disseminate the concept and urgency of GED. application promotion ratio c. Workplace Violence 8. GED risk examination PUG 4. Communicative dialog 4. Training on non 2. Support for gender group 1. Handling management for discrimination workplace violence 5. Responsive gender on • Continuous Gender Gap: There is still a 3. Mentoring & Coading for infrastructrure 5. Privacy women 2. Reguler assesment for b. Leadership huge gender gap within the DGCE; 82% workplace safety 6. Infrastructure on public 4. Flexible training 1. GED incorporation into service male officers compared to 18% female. This c. Requirement & Hiring 5. Registration of interest 3. Protection from violence vision mission strategic and 1. GAP analysis on recruitment 6. Disemination for risky job 4. Publication for Reguler Zero values difference may create the perception that the Tolerance c. Stakeholder Relations 2. Merit Based recruitment 7. IT access 2. Institutional GED analysis DGCE prioritizes males for recruitment. In 5. External networking for unit 1. Community Consultation 3. Regular discussion, FGD 8. Training for job performance violence handling 3. Acountability of GED 2. Community Training reality, it is true that most customs work – such 4. Academic cooperation 6. Training and detection for program 3. 24/7 Access for information 5. Secondment program as enforcement - is more associated with men, violence 4. Gender Initiative Audit & complaint 6. Review periodic job 5. Executive coordination 4. Potential on Harrasment Nevertheless, current developments in DGCE description by competency and intimidation 7. Commitment on mean that women officers are also now placed 5. National & international communication c. Implementation active coordination at borders and are part of patrols. 8. Unit, HRD, training 1. Workplan and 9. Equity on career communication strategy development 2. Job measurement and bonus 10. Cooperation with 3. GED resources independent organization

34 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 35 The Customs Directorate of Israel, as a part of In recent years, the Customs Directorate of ISRAEL the Israel Tax Authority, places great importance Israel has launched the following three concrete on investing in its human resources. As an initiatives, all aimed at promoting gender organization and as a workplace, the Customs equality and diversity. They also help to improve CUSTOMS Directorate of Israel believes in the value of wellness in the workplace and the work - life diversity in employment, which is why the balance of its employees. The initiatives are: administration is making strenuous efforts to • promote gender equality and diversity within Tuesday for me the organization, thus setting an example and • Coffee with the Manager properly reflecting the diversity of the Israeli • Seminar on Diversity population.

36 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 37 Coffee with the Manager The first meeting of the Director General with a group of 15 was held on the 14 January 2019. The Israeli Tax Authority has also taken a The employees used this opportunity to express strategic decision to emphasize the importance creative ideas and share their experiences of the ‘bottom-up’ approach, providing using practical examples from their daily employees with an opportunity to actively work. This meeting was considered a success; participate in discussions on a variety of issues the employees said that they felt excited and relating regard to work and personal matters. empowered by it. They stressed that it was a productive and useful way to learn about new To address this, the administration launched a working methods and ideas from each different new project entitled ‘Coffee with the Manager’. department as well as to brainstorm with the This consists of three initiatives: Director General on how to implement and promoted these ideas further. • ‘Coffee with the Department/Unit Manager’: Every employee is invited to a meeting with her/his department manager to discuss issues The Customs Directorate of Israel hopes that that are not necessarily related to their daily this initiative will benefit both the organization work duties. and its employees, and will encourage employee involvement in policy making and work Tuesday for me There was a discussion within the administration • ‘Coffee with the Director General of the processes in various issues. if this afternoon designated “free from meetings” Tax Authority’: Every Tuesday, the Director Work - life balance is a key issue today; one General of the Tax Authority visits two of would be called ‘Family’s Tuesday’, or Tuesday for Seminar on Diversity that affects all ages, genders and positions. the field units. During these, the Director me’. Finally, it was agreed not to designate and to General meets one employee, by his/her direct The Customs Directorate of Israel believes restrict it only for spending time with family, but manager, for a private discussion on personal As part of the administration strategy to better that an appropriate work – life balance assists rather to expand it to include various activities issues as well as on special projects. It also improve its performance and work methods, the employees in carrying out their responsibilities that employees could do for their own wellbeing. provides an opportunity to raise suggestions Israeli Tax Authority held a seminar on Diversity and their wishes to have both a career and a and provides ideas for improving work at the residency of the President of Israel, Mr. satisfying private and family life. methods and related topics. The initiative was communicated to the Reuven Rivlin, in Jerusalem. employees via an internal email and through • ‘Coffee with the Director General of the As many studies on this topic have indicated, a WhatsApp group launched by the Customs Tax Authority’: A meeting with a diverse During this seminar, the Director General flexible working arrangements have positive and Taxation Department for information and group of 15 employees from different units / of the Israeli Tax Authority, Mr. Eran Yaccov, impact on labour productivity and can contribute departments (VAT, customs, income tax, etc.). updates. highlighted studies indicating that diversity and to better health, satisfaction and effectiveness of The group includes both men and women, and at least 30% representation from the various equality in a workplace leads to success and employees in their workplace. As indicated from the first feedback from diverse backgrounds in Israeli society, such better performance of the organization. employees, “Tuesday for me” was well received. as Arab, Druze, Orthodox religious Jewish, In light of this, a proposal was advanced to set It also illustrates a new spirit and change of Ethiopian and persons with disabilities. The Also, a diverse group of employees - both women aside a specific day each week, during which attitude within the administration. 15 employees selected to participate in the and men - shared their individual stories, their there would be no strategic / work appointments meeting are based on the recommendation of challenges and their difficulties as well as their and meetings set for after 15h00. The idea The Customs Directorate of Israel hopes that their unit manager. success stories. behind this proposal was to allow employees this initiative will benefit both the organization The initiatives ‘Tuesday for me’ and ‘Coffee to spend more time with their families and / or and its employees. It will ensure a good work with the manager’ are relatively new and were enjoy more leisure time. It was agreed to make - life balance alongside career development. It recently adopted by the Director General of this on Tuesdays. This applies to the Israeli Tax can promote the involvement of men in raising Israel Tax authority, Mr. Eran Yaakov, who was Authority Headquarter and the regional field their children and remove barriers to the appointed to his post in March 2018. offices. advancement of women to executive positions.

38 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 39 The Israeli Tax Authority is inspired to continue with its initiatives in order to achieve representation of the diversity in the Israeli population at all levels. The goal of the Authority is to reach the following employment thresholds, as defined by the law of affirmative action:

• 10% from the Arab community • 5% of persons with disabilities • 5% from the Ethiopian community, and • 7% from the orthodox religious Jewish community.

The idea is to continue with further initiatives, in order to reinforce the importance of equality among employees. This will insure continuing improvement in all employee performance and will improve the perception of the Israeli Tax authority and Customs.

40 COMPENDIUM | Gender Equality and Diversity in Customs As part of its general work on advancing gender In November 2020, the JCA launched its first equality at the workplace, the Jamaica Customs round of sensitization sessions with the senior Agency (JCA) is finalizing its Anti-Sexual executive and management teams. These Harassment Policy, as well as the accompanying sessions, on Gender Mainstreaming and Sexual Personal Relationships in the Workplace and Harassment, are delivered through collaborative JAMAICA Gender-Based Violence (GBV) in the Workplace workshops organized by the Bureau of Gender policies. These policies will be established before Affairs under the auspices of the Ministry of the end of March 2021. The aim of the policies Culture, Gender, Entertainment and Sport, will CUSTOMS is to inform JCA employees of what constitutes run until March 2021. The sessions are designed unacceptable behaviours, which will foster a to enhance the management team’s capacity safer space for both women and men to enjoy to formulate policies and procedures that will productive communication exchanges and work help guide team members in maintaining a safe output. workspace. In December 2020, the Human Resource Management and Development Division team will take part in workshops on gender mainstreaming as well as sensitization on the three policies mentioned above.

42 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 43 or suffering, including threats of such acts, 5. Send a clear signal that the actions of those embarrass or otherwise harm another person. coercion or arbitrary denial of freedom, whether employees who commit abuse, either within An employee is in the workplace while in the occurring in public or in private life. Gender- or outside work, are unacceptable. premises of, or using the resources of, the Agency. This includes - but is not limited to - based violence includes - but is not limited to 6. Provide a framework for addressing the facilities, work sites, equipment and vehicles behaviour of those employees who may be - domestic violence, sexual assault, and stalking; or while on work-related travel. it endangers the lives and safety of numerous perpetrators of abuse and who may pose a risk to their fellow employees or customers within 4. Any employee of the JCA committing an act people globally. Regardless of where it occurs, the context of their work. of GBV against another employee will be held GBV infringes on its victims’ human rights. responsible in a way that fully recognizes the 7. Assist managers and supervisors to dignity and needs of the survivor / victim and understand and apply provisions within this When it encroaches on the workplace, GBV the health and safety of the employees of the and existing JCA policies when responding to compromises the safety of both the employee Agency. gender-based violence. (victim) and the employee’s co-workers, and 5. The JCA shall not retaliate or discriminate in can result in reduced productivity, increased In full compliance with all applicable laws In addition, in April 2021 the JCA will commence hiring, staffing, promoting or any other terms health care costs, elevated employee turnover governing GBV, the JCA is committed to sensitization workshops on these three policies and conditions of employment against any and lead to property damage. In addition, the providing and maintaining a workplace where employee: for all employees. Employees will be required to impact of violence can undermine an employee’s employees who are victims/survivors of GBV sign a participation confirmation statement, to a. For disclosing their status as a victim / motivation and commitment, their allegiance will have the necessary support to address the be placed on their personnel records. Thereafter, survivor of GBV to the organization, the working environment, violence in their lives. The JCA will promote the JCA will conduct an annual re-sensitization b. Should he / she be perceived as a victim of the organization’s public image, and even the health and safety of all its employees within programme. GBV, or its openness to innovation and knowledge. the context of this policy. The Agency takes its c. In the event that he / she has presented responsibility to address GBV in its environment In the event that JCA employees are identified Furthermore, allegations of abuse and/or a complaint, or revealed concerns about, as victims or perpetrators of GBV, intervention violence made against employees may have seriously, providing policies, resources, GBV to the Agency. initiatives will be offered through the potential repercussions for their professional education, training, support and responses. The Jamaica Customs Agency stands ready to Employee Assistance Programme (EAP), led responsibility and could violate organizational These guidelines have been established to help offer assistance to other administrations on its by the Human Resource Management and codes of conduct and policies. manage, mitigate and / or eliminate real or journey to date in managing GBV-related issues. Development Division of the Agency. The EAP perceived risks and adverse effects that may The GBV policy is part of the JCA’s commitment provides assistance, including counselling, for arise from employees who are victims of GBV to improve the safety and welfare of all staff affected employees as well as their families, whether within or outside the Agency. They also affected by gender-based violence and abuse. at the Agency’s expense. Recently, the EAP outline the sanctions for violations of this policy. The purpose of this policy is to: was enhanced by establishing a Peer Support 1. This policy covers historical, recent, and Network. This consists of a group of employees 1. Ensure the confidential and considerate ongoing gender-based violence and abuse. to identify early warning signs of gender-based handling of all situations arising from gender- 2. The JCA will take a zero-tolerance stance on violence and to assist in educating on GBV and based violence. gender-based violence. All acts of GBV are mitigating its impacts, among other issues. 2. Raise awareness of gender-based violence as prohibited, whether they take place within a serious health and social issue, emphasizing JCA premises or outside, including at social Highlights of the Gender-Based its hidden nature and the impact on those events, on business trips, training sessions or Violence Policy: affected. at conferences held by the Agency. 3. Assist and support employees in requesting 3. Employees are prohibited from using any This policy asserts that the JCA has a duty help to address problems arising from gender- workplace resources, including worktime, to provide a safe working environment for based violence. phones, email, computers, fax machines or all employees and to provide support to any other means to threaten, harass, intimidate, 4. Ensure the equal application of the policy member of staff, male or female, who is a victim throughout the JCA to both male and female of GBV. Gender-based violence is recognized employees. as any action that results in, or is likely to result in, physical, sexual or psychological harm

44 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 45 Mali’s Association of Women in Customs and The four primary objectives of the association Wives of Customs Officers (Association des are: Femmes Douanières et Épouses de Douaniers du Mali) was created in May 2010. It was formed 1. To increase awareness of gender issues in custom services at the initiative of a number of women working MALI within Mali Customs with a view to promoting 2. To create a chain of solidarity, with a view to promoting the economic and financial gender equality. independence of women CUSTOMS The Association brings together women working 3. To promote and raise awareness of the in customs, the wives and widows of customs role that women play in bringing peace and officers as well as retired female customs security, and officers. With headquarters in Bamako and an 4. To build the capacity of female customs executive office of 68 members, the Association officers to fight corruption and money is affiliated with Mali’s Association of Women laundering. in Military Camps (Association des Femmes des Within Malian Customs, the Association is Camps Militaires du Mali). It is funded through striving to change behaviour and is promoting membership fees. a shift in attitudes and practices in favour of implementing gender equality. The Association uses dialogue and awareness-raising techniques to break down all kinds of discrimination against women. Moreover, the Association is committed to advocating for an enhanced legal framework to deal effectively with gender issues and to mobilizing efforts and the necessary resources to be able to conduct a gender audit within the Customs service.

The Mali Association is also looking to create a website to enable sharing of such experiences with other associations pursuing similar objectives at national and international level. It should be noted that the Customs service is still in the initial stages of its efforts of establishing gender equality; this momentum must be maintained over time to make the desired change become the reality.

46 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 47 The Association also seeks to work upstream • 8 March 2019: “Think fairly, build Management resources for stakeholders on strengthening leadership among women, as intelligently, innovate for change” The aim well as among men. This will gradually create a was to facilitate contributions by women to the The Association has been promised office wave of innovation sweeping across the world; professional environment with a more positive accommodation by the General Directorate to make women aware of their role in securing of Customs. To date, however, it has access to approach towards gender equality issues and fairness and stability on a global scale and to consequently further enhance the performance give women greater power in helping achieve neither the equipment nor the funds to respond of the structure. the Sustainable Development Goals. to the very large number of problems faced by its members. In order to meet the objective of securing Mali’s Association of Women in Customs and economic empowerment of women, and to Wives of Customs Officers also organizes health • Positive experiences assist the wives of Customs officers living in days, including the Breast Cancer Screening Since its creation, the Association has poverty, the Association has organized a number and Awareness Day as well as days dedicated to helped to bring economic stability to many of events. These included solidarity (food) the awareness of HIV, Hepatitis B and cervical households, through projects connected with the empowerment of women and the capacity donations, conferences and meetings with cancer. building of its members. women, after which they had the opportunity to discuss their concerns. There were also events to In addition to the donations made and other • Negative experiences mark International Women’s Day (8 March) and fundraising projects undertaken, the Association The Association has identified various to celebrate traditional holidays as well as those also provides ongoing support for establishing challenges, such as the negative perception of to support the empowerment of female Customs small agro-industrial businesses for those gender issues, the strong influence of customs and traditions and the shortage of available officers in retirement. female Customs officers who have taken their resources. retirement. In addition, it offers training in The Association also organized various entrepreneurship and crafts tailored to the Positive experiences may lead other conference debates, including on the following requirements of Customs officers’ wives and administrations and their respective governments to take encouraging steps subjects: widows, thus providing them with opportunity to towards change and improvement. generate their own income. • 8 March 2018: “Role of female Customs Acknowledging the negative aspects, or the officers in security management in Mali” problems encountered in the past, can help The It has also joined forces with other women’s aim was to increase the level of representation such administrations to avoid the pitfalls or at associations in Mali, including the Association of female Customs officers on the various least prepare for them. platforms (Algiers Agreement, G5 Sahel and of Female Police Officers and Female Civil the Inclusive National Dialogue, which began Protection Officers (Association des Femmes in Mali on 15 December 2019) and to help Policières et des Femmes de la Protection Civile). women in the Customs service both to be involved in, and make an active contribution Last, a further aim is to promote the role of to, the ongoing pursuit of peace and national women in security management, which is a key reconciliation. factor in the consolidation of peace and social cohesion within the G5 Sahel (Mali, Niger, Mauritania, Chad and Burkina Faso).

48 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 49 The New Zealand Customs Service (NZCS) The SLT agreed to some best-practice is undertaking a range of efforts to improve recommendations that would start to realize Gender Equality, and Inclusion and Diversity in a the benefits of inclusion and diversity. This range of areas. led it to establish the Inclusion and Diversity Council (I&D Council) and create a 2014-18 NEW ZEALAND In December 2013, the People and Capability Strategic Plan. The first step was to create (P&C) Group presented a paper to the Senior awareness of inclusion and diversity, identify Leadership Team (SLT), which discussed the initiatives/processes that would improve gender CUSTOMS benefits of improving inclusion and diversity balance and for the NZCS to better reflect the in the NZCS, starting with improving the Community it serves. gender balance within the leadership structure. The paper highlighted the business benefits associated with an inclusive and diverse workplace and identified some of the barriers that existed within the NZCS, both for women and for groups from indigenous and other ethnic backgrounds.

50 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 51 Gender Diversity Goal • Mãori Leaders’ percentage is 10.7%. This is ahead of the December 2020 goal of 10.4%. The NZCS gender diversity goal is to increase Below are additional examples of how the NZCS recruitment of female leaders by 1.5% per year works in practice to promote gender equality against the December 2018 baseline of 32%. and increase inclusion and diversity in particular The NZCS was on track for the December 2020 areas. goal of having at least 35% of women in its NZCS leadership team, however, a combination of staff Inclusive work culture attrition and changes in how temporary acting/ secondment roles were filled, as of 30 September The NZCS is also committed to measuring the 2020 this percentage was 31.4%. degree to which the administration is succeeding in maintaining an “inclusive work culture”. This Ethnic diversity involves measuring - via a number of surveys (engagement and integrity as well as a biennial The NZCS strongly believes it is important for inclusion and diversity survey) - the support Customs to represent the community that it for feeling valued, empowered, the sense of serves, both in its staff and leadership roles. belonging, freedom to speak up and being The NZCS view is that increased diversity The 2014-2018 Strategic Plan saw several the current action plan1 for 2020. The NZCS treated fairly. In order to further value diversity, improves cultural competence, problem solving initiatives launched, including: currently has 23 GPG initiatives with five the NZCS will identify ways to define ‘cultural and encourages innovation. Although there areas of focus; recruitment, promotion, career competence’ in order to ensure that this can be • has been an increase in the ethnic diversity of Activities to support female leadership which development, pay and reporting to help reduce captured and measured. resulted in an increase of women managers staff in recent years, the NZCS is committed to the drivers of the GPG. from 24% (2014) to 32% (2018) further improvements, particularly in leadership Recruitment positions. • 60 % of leaders attended Unconscious Bias The NZCS monitors and reports both its mean As part of the ‘Talent in Focus’ recruitment Training by 2018, and and median GPG to provide a balanced overview Ethnic Diversity Goal programme (July 2018 – June 2021), the • Dissemination of a Diversity and Inclusion of the situation within the service. The objective survey in 2018, asking staff about their recruitment team is using the diversity goals for of the NZCS is to reduce its gender pay gaps by The NZCS goal for the representation of staff perceptions of the newly launched gender and ethnicity to measure their progress. one-third (4-5%) by 2020. There are monthly of Mãori heritage is 11.6% by December 2020, initiatives; the results demonstrated This programme has defined specific actions to fluctuations in both the mean and median GPG noting the baseline as of December 2018 was increasing satisfaction with the progress attract candidates from Mãori backgrounds, figures, as staff join and leave the organization. 9.6%. As of 30 September 2020, the figure was being made. which is also reinforced in the Mãori strategy. Therefore, the focus is on the trends over time, 9.9%. which have seen both reduce. As of 30 October In 2017, the Te Kawa Mataaho Public Service As part of the GPG action plan, the Gender 2020, the mean GPG is 12.4% and the median For the NZCS ‘People Leaders’ 2 goals on Commission established a strategy for increasing Equity Shortlisting policy was created. All 9.4%. representation in its NZCS leadership team as of diversity and inclusion. This has remained a recruitment panels must have at least one female 30 September: priority, with a dedicated Chief Executive group on the panel. In addition, all panel members must in place - Papa Pounamu – which enables, sets Gender Equity • Asian leaders’ percentage is 7.1%. This has have undergone training on unconscious bias strategic direction and determines priorities. In the area of gender equality, the NZCS dipped just below our December 2020 goal of and at least 50% of the candidates shortlisted 7.2%. must be female. Where there is a shortage of The Government of New Zealand has a clear prioritizes promotion of gender balance among female candidates fulfilling the shortlist criteria, focus on diversity and inclusion and, in particular staff, particularly among management positions • Pacific Peoples leaders’ percentage is 4.6%: a written explanation must be submitted. women. Each year NZCS submits an action at all levels. It is also working to reduce the This is behind target for our December 2020 goal of 7.2%. plan to reduce the Gender Pay Gap (GPG): see gender pay gap.

2 * People leaders are those who have people reporting to them. Primarily these include managers, Chief Customs Officers (CCOs)/team leaders, 1 https://www.customs.govt.nz/about-us/about-customs/what-we-do/gender-pay-gap-action-plan-2020/ Supervising Customs Officers (SupCos), some senior advisors and analysts, managers operations and counsellors.

52 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 53 Leadership Staff Networks Mãori Network Pasifika Network

The NZCS provides inclusive leadership Staff networks provide a forum for staff The Mãori Network promotes whanaungatanga The Pasifika Network connects and engages training for those participating in leadership to connect with others with similar needs, (family relationships) and belonging for Mãori staff across the Customs family; strengthening programmes. Inclusive leadership objectives experiences or backgrounds. They allow them staff and, in turn, for all of the NZCS. staff aspirations through support, training and are included as part of managers’ performance to share learning opportunities, information advocacy and celebrating Pacific culture and review and development plans. and support and to develop collective advice for The Mãori Network encourages and supports diversity. NZCS on how they can advance inclusion and understanding of Te Reo Mãori me õna tikanga, Unconscious Bias and Knowledge diversity within the workplace. (Mãori language, customs and practices), and the The Pasifika Network Komiti have used their training associated value systems and understanding. platform to celebrate Pasifika language weeks The networks regularly meet to discuss learning, This includes promoting ngã taonga tuku iho with the entire NZCS organization via email. By December 2021 all staff, including leaders, synergies and the effectiveness of initiatives. (‘traditions of our ancestors’), such as Kapa Haka, The emails include basic greetings, recipes and are expected to have completed Unconscious Funding for the networks is provided from within which is open to everyone at the NZCS. The cultural information. This network has also co- Bias and Knowledge training. the NZCS and the P&C group has an advisory Network creates an annual campaign for Te Wiki designed an interview skills course, customized role. The networks operate on a voluntary basis. o te Reo Mãori language week and is actively for their members. Flexible Work involved in building the NZCS Mãori capability Women’s Network In July 2020, the NZCS updated its Flexible programme. Working Policy. The NZCS has been part of a This network empowers women by breaking Customs and Ministry for Primary cross-agency working group on flexible working down barriers and by supporting diversity, Industries Asian network since 2019, and has been keen to provide the wellbeing and inclusiveness. perspective of a 24/7 workforce on flexible The Asian Network is a group comprising staff working and contribute to the guidance under Women’s networks have been formed in from the NZCS and the Ministry for Primary development for public services. locations throughout the country. Currently, Industries. The network provides members the women’s network has around 215 members with cultural knowledge and insights to There was broad consultation on the policy (which represents 16% of the NZCS staff); Men inform community outreach programmes and with unions, the I&D Council, staff networks are also welcome to join. business decisions. Lunar New Year and Diwali and leaders. COVID-19 has offered a fortuitous have become established celebrations for the opportunity for the NZCS to trial different A successful initiative has been the introduction NZCS. The network also actively supports the approaches to see what will work best for of speed mentoring. This is a three-hour development of translator skills. individuals, teams and the organization. The event where mentees have four 10-minute NZCS has built strong support among the conversations with mentors and staff in order Rainbow Network organization for flexible working arrangements, to network with colleagues and the mentors, and is in the process of formalizing the who are both female and male. The network The Rainbow Network brings together a diverse arrangements outlined in the policy. These organizes events and workshops on topics such group from throughout the Rainbow Community. arrangements are supported with training for as mental health, the gender pay gap, interview Through advocacy, collegiality and support, the staff and leaders. The implementation is driving skills and CV writing. network strives to raise awareness of Rainbow a culture shift, along with practical ways to issues in the workplace and society, both within apply the policy. The NZCS has met the 2020 the NZCS and beyond. The Rainbow network I&D Strategy target to implement education on made rainbow wrist bands available to staff who flexible working by December 2020. identify as Lesbian, Gay, Bisexual, Transgender, Queer or Intersex (LGBTQI) and LGBTQI allies.

54 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 55 Inclusion and Diversity Strategy To implement the actions and measures, the P&C 2019-2021 Group collaborates across the public service to share and leverage best practice. The I&D In 2019, NZCS updated its Inclusion and Council and staff networks, (including the Mãori, Diversity Strategy 2019-2021 (I&D Strategy). Pasifika, Women’s, Rainbow and Asian members) This reflects the maturation of inclusion and contribute to the design and support for the diversity within the NZCS. For the first time, it implementation of initiatives. sets out diversity goals with the following focus areas: The I&D Council takes the lead on communicating the strategy to staff through • Gender Equity in Leadership: to have at least multiple channels, with the communications 36,5 % of women of the NZCS leadership group supporting them. The strategy has been team. shared with key stakeholders in the public • Gender Pay Gap: to achieve a mean 9.7% and service. a median 10.6% by October 2020, as per GPG Action Plan. The NZCS knows that a diverse workforce leads • Ethnic Diversity: to achieve specific goals of to better decision making, leadership, problem representation of different ethnic groups solving and outcomes. The administration (including Mãori, Asian and Pacific People) strongly believes in creating a culture of in the composition of staff as well as in the inclusion that allows people to feel safe, treated leadership team. fairly and supported in their growth. For the focus areas, the NZCS has set ambitious goals that take into account key data for the The Inclusion and Diversity Strategy vision is: current workforce, such as staff turnover rates. In addition, four emerging areas of focus have “Customs is inclusive and diverse: every voice is valued and respected.” been highlighted: sexual orientation, disability, gender identity and mental health. The emerging “Kotahi te kõhao o te ngira e kuhuna ai te miro 3 status reflects the work still to be done in these ma, te miro whero, me te miro mangu” areas to identify relevant and useful data that “Ko tãtou te matapuna o te hapori whãnui, will allow meaningful actions to be developed kei runga i a tãtou katoa te mahi ki te to increase inclusion and diversity among staff whakahaumaru me te whakatairanga i a Aotearoa ki ngã rohe.” identifying as being within these groups. “We reflect the community we serve, and There are specific actions and measures across together we protect and promote New all focus areas, which are monitored and Zealand across borders.” analysed by the I&D Council in partnership with the P&C Group. These are reported on and shared throughout the NZCS and included in reports to the NZCS Minister.

3 This whakatauãki or Mãori proverb captures the essence of our vision. Its literal meaning is ‘through the eyes of the needle pass the white thread, the black thread, and the red thread.’ It originated with Potatau Te Wherowhero, the first Mãori King, who, at the birth of the Kingitanga movement, spoke of strength and beauty through both unity and diversity, by alluding to the beauty and the strength of woven fabric.

56 COMPENDIUM | Gender Equality and Diversity in Customs The Bureau of Customs of the Philippines 1. Lead in mainstreaming gender perspective (BOC) has implemented several initiatives to in the agency/department policies, plans and promote gender equality. The government of programmes. the Republic of the Philippines has required 2. Recommend the formulation of, or revisions all public service administrations to develop to, policies for advancing women’s status. PHILIPPINES a gender development plan and allocate at 3. Lead in reviewing and updating of sex- least 5% of their annual budget appropriations disaggregated data for the GAD database to to gender equality initiatives. Part of the serve as basis in performance-based gender CUSTOMS implementing rules and regulations of the responsive planning. Magna Carta of Women - monitored by the 4. Spearhead the preparation of the agency Philippine Commission on Women (PCW), the annual performance-based GAD plans, primary policy-making and oversight agency for programmes and budget in response to the gender issues of their constituents and clients gender-responsive programmes of the Philippine and in the context of their agency mandate. government - is the creation of Gender and 5. Lead in monitoring the effective Development Focal Point System (GAD-FPS) implementation of GAD-related policies within their organizations. The functions of and the annual GAD plans, programmes and GAD-FPS are to: budget.

58 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 59 Examples of activities that the BOC has of wearing advocacy shirts during National implemented through its GAD-FPS include Women’s Month and the 18-day Campaign to conducting gender sensitivity training for other End Violence against Women - the BOC GAD- employees to increase awareness of gender FPS brings these gender issues to everyone in issues and concerns among personnel. The the organization. The GAD-FPS aims to continue GAD-FPS has also organized awareness-raising conducting these activities to both promote events and campaigns, including celebrating the gender awareness among employees and to help annual National Women’s Month in March and develop gender-responsive policies and activities the 18-day Campaign to End Violence against throughout the organization. Women, held annually from 25 November to 12 December. Events include films and There are a number of additional benefits seminars relating to women’s empowerment enjoyed by Filipino employees in both and development, female issues and concerns government and private sectors. Expanded and violence against women. There is also Maternity Leave, which was signed into law in information, education and communication 2019, has increased paid maternity leave period materials and support for online and social media to 105 days with an option to extend for an campaigns by the PCW via the BOC website and additional 30 days unpaid. The law also grants an social media accounts. extension of 15 days for single mothers. A female 6. Spearhead the preparation and consolidation Furthermore, these gender focal systems should employee experiencing a miscarriage a stillbirth of the annual agency GAD Accomplishment be composed of members of senior management According to national regulations, the BOC can still also avail of maternity leave for 60 days Report and other GAD Reports as required. and representatives from each group and submits an annual report to the PCW detailing with full pay. 7. Coordinate efforts of different divisions, collection district of the administrations, thus how it spent the 5% budget allocation and the offices, units of the agency and advocate for ensuring a wide representation. The annual activities it implemented to promote gender Paternity leave of seven days with full pay is also the integration of GAD perspectives in all GAD plan and budget serves as the guide for the available for fathers under the Paternity Leave their systems and processes. equality. GAD budget use is also audited by the administration on the programmes and activities Commission on Audit. Some of the activities Act of 1996. Under the Expanded Maternity 8. Strengthen the external link with other they intend to implement to promote gender programmed and implemented by the BOC Leave, however, paternity leave may be extended agencies or organizations working on equality during the year. to 14 days if a female worker allocates seven women’s rights and gender and development GAD-FPS have gained traction among BOC to harmonize and synchronize GAD efforts at employees. Those employees who have days of her maternity leave benefits to her child’s The BOC has had its Gender and Development various levels of governance. participated in gender-related trainings and father. Focal Point System in place - as is required for seminars have developed increased awareness 9. Encourage and actively pursue the all government agencies - since 2011. Currently, participation of women and gender advocates of the issues facing women and men in the 52 official and employees are part of the BOC’s in the various stages of the development workplace - even in their respective households. GAD-FPS. The GAD Focal Points are designated planning cycle, with special attention to the Previously, some employees believed that gender marginalized sector. upon recommendation from the selected and development programmes were exclusively offices and in consultation with the collection 10. Ensure that all personnel of the agency are targeting women. Over time, however, they districts. All members of the GAD-GPS receive trained on GAD. realized that men are also concerned by gender- Gender Sensitivity Trainings, trainings on GAD related issues, which GAD aims to address. By planning and budgeting and other capacity- encouraging both women and men to participate building programmes to help them perform their in these activities - even just the simple act functions.

60 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 61 In 2017, South African Revenue Services The background for developing this framework SOUTH AFRICAN (SARS) adopted an Eight-Principle Action Plan was a study conducted by the Public Service Framework to promote gender mainstreaming Commission (PSC) in South Africa in 2016, which within the administration. This framework is identified a general lack of understanding within REVENUE SERVICE monitored annually to assess SARS’s progress in public institutions on how to implement gender achieving its set objectives. To oversee this and mainstreaming. This resulted in the development to support implementation and monitoring of of the national Eight-Principle Action Plan. SARS the action plan, SARS established the Women adapted this to its own situation. The principles Empowerment and Gender Equality Steering of the framework provide an indication of what Committee (WEGESC), which is composed SARS as an organization strives to achieve and primarily of women in senior management roles. how it tries to align the desired outcomes in accordance with each principle.

62 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 63 monitoring. Each of South Africa’s ten regions The commitment to fair treatment of employees SARS offers a range of trainings on the different must ensure they have representation from each and anti-discrimination is also outlined in the policies relating to gender equality and of the nine designated groups, representing staff SARS Code of Conduct, which covers most diversity, including the Code of Conduct and the with different ethnic backgrounds, employees discrimination grounds outlined in the GEOAT, as Employment Equity Policy. The Wellness unit with a disability and employees from different well as in the administration’s Human Resources also offers specific workshops on wellness and occupational levels. Having Employment Equity (HR) policies. Another key policy document work - life balance-related topics. In addition, Currently, SARS is developing a new strategic Representatives is a legislative requirement in is the overarching SARS Employment Equity SARS organizes a number of awareness-raising vision for 2024, in which one of the strategic South Africa. Policy. This in turn is complemented by a wide events throughout the year, for example to objectives is a diverse workforce. For the next range of HR policies covering various elements celebrate “Women’s Month”, as events on year, (2020-21), SARS has set a specific target on SARS also collects anonymous feedback from of employment equity. This policy builds on the disability and on gender based violence. “Diversity and employment equity”, which covers employees through a so-called ‘Employment national ‘Employment Equity Act In South Africa’, ethnicity, disability and gender, each with specific engagement survey’, conducted every two years. which states that all SARS employees are free Other recently launched initiatives includes targets. This new organizational approach The survey categorizes different areas of work, from all forms of discrimination and should be establishing the National Men’s forum and within SARS also needs to be aligned to the eight including fairness in the workplace, fairness of treated fairly. Given South Africa’s history as a piloting Regional Men’s forums. These aim to gender mainstreaming principles. policies, benefits structure, relationship with society that discriminated against certain groups offer male employees a platform for discussing the manager, safety in the workplace, work - life of the population based on ethnicity, this act has and identifying solutions to the challenges they The Employment Equity Unit, recently renamed balance, bullying and harassment and whether significant weight. As a public institution, SARS is face in the workplace and in society that could as the Statutory Transformation Unit, supports you are provided with the required resources, fully committed to creating equal opportunities lead to gender-based violence. the practical implementation of the gender etc. The survey takes a holistic approach to help and eliminating any discrimination - through equality and diversity work within SARS. gather an overarching perspective of employees’ affirmative action - against certain ‘designated It coordinates between units and relevant views on their situation, and provides an groups’ to ensure equal representation of people stakeholders, ensures compliance and drives opportunity for employees to address potential from different ethnic backgrounds, cultures as awareness campaigns as well as manages discrimination and/or harassment issues. well as of persons with disabilities. monitoring and evaluation efforts. Since 2007, SARS has also had a dedicated SARS also has access to comprehensive The WEGESC and the Employment Equity Wellness unit, responsible for promoting a sex-disaggregated data, which it uses in its Units are complemented by the National healthy and safe working environment that human resource management, people and Employment Equity and Skills Development encourages employees to be fully engaged and employment practices. The organization Committee (NEESDC). This was established productive. The Wellness office is responsible reports on this monthly. As well as gender, to oversee and monitor implementation of the for organizing awareness-raising campaigns statistics on demographics, it also reports on Employment Equity and the Skills Development and seminars. In addition, SARS has dedicated ethnicity and disability. The data helps assist Plans, as well as consultative structures for ‘wellness officers’, who are responsible for line managers to monitor achievements of employees. Under the umbrella of the NEESDC, monitoring internal queries and assessing equity and demographic targets as well as equal there are ten Regional Employment Equity and problems that may arise for employees on treatment in remuneration policies, training and Skills Development Committees, which are wellness in the workplace, including harassment. career development. Statistics on persons with mandated to serve as regional consultative and The wellness officers also have responsibility for disability helps SARS significantly in ensuring information sharing platforms for management. mediating and supporting teams where issues that the administration can accommodate the These are composed of Employment Equity arise. They are also responsible for organizing needs of individual employees, for example Representatives and Disability Ambassadors, the annual employee ‘Wellness days’ in each the most suitable device or office structure who plays a pivotal role as spokespersons and region, dedicated to promoting healthy lifestyles. required. SARS places particular emphasis on the liaison between headquarters and staff all over confidentially of such data. the country. They are responsible for ensuring that implementation of the eight principle framework is cascaded throughout the whole organization as well as playing a key role in

64 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 65 Gender equality is a key priority for the Swedish the period 2014-2016. This plan was based on Government, and has topped the Swedish the Swedish national law on anti-discrimination. political agenda since as long ago as the 1970s. This commitment is also present in the public The plan sets out objectives in six different areas service administrations, including the Swedish and proposes concrete ideas on how these could SWEDISH Customs service, which has a long tradition be improved. These are: of working for gender equality. The Swedish 1. working conditions, Customs administration has implemented a CUSTOMS number of initiatives, particularly in its human 2. work and parenthood (work-life balance), resource management. For example, the 3. harassment, administration has put in place an Action Plan 4. recruitment, for Gender Equality and has also taken part in 5. training and competency development, and a Gender Mainstreaming assessment in 2016, as part of an overall project for the public 6. the gender pay gap. administrations. Each objective includes a timeframe and identifies who is responsible for delivery. The action plans on Gender Equality and Diversity have provided the main guidance in the administration’s work, with the last plan covering

66 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 67 Below are a few concrete examples: • New methods for monitoring and evaluating progress: The HR department at Swedish • Effectively communicate on Gender Equality Customs, which is in charge of implementing and Diversity: Previously, managers were the organization’s gender equality and expected to fill in long, complex forms with diversity initiatives, has also adopted new detailed instructions; these proved time monitoring and evaluation approaches in consuming and ultimately delivered little. order to have more effective control and Such exercises have now been replaced by accurate follow-up. For example, rather than simplified information updates. An example of comprehensive reports on results based on these are the 15-minute online briefings on the data collection, progress can also be monitored topic of discrimination and harassment, aimed through dialogue and discussion. Data and at raising awareness and providing concrete statistics are only collected and presented if tips and tools. Managers appreciate this new they bring additional insights into an issue that approach, as the briefings are accessible at any is not already well-understood. time and provide practical examples of simple questions to include in employee briefings. By way of illustration, when addressing the • Strengthening of the regulatory framework: proportion of female managers, the HR In 2015, a new regulation was introduced by department would now simply contact the the Swedish Work Environment Authority, concerned departments and ask for the relevant strengthening the requirements for employers information, rather than spending time drafting Swedish Customs employs approximately 2000 The administration therefore had to revise its to work with the psychosocial, social and a report and producing additional statistics. staff members, divided equally between men working methods, focusing on the essential facts organizational environment at the workplace. This new approach has made it easier for the and women. In managerial roles, 47% are women alone and on becoming more action oriented. In 2018, in the light of the global “#MeToo” HR department to access the required analyses, and 53% are men. One of the current objectives The Administration decided to prioritise small debate on sexual harassment against women, Swedish Customs worked hard to raise accelerating progress. Where further follow-up of gender equality policies is to employ more changes and to test new working methods, awareness and provide clarifications on these or documentation is needed, the HR department women in law enforcement positions, where rather than pursuing big projects that risk issues. Managers were also supported by the will pursue this on basis of more accurate currently there are fewer women than men. failing. The Administration has also pursued the human resource department, which supplied parameters based on the specific needs of the Swedish Customs have already succeeded in mainstreaming gender equality and diversity as materials and information that could be used in organization. attracting more female applicants by introducing part of day-to-day working tasks for some time, dialogues with employees. measures such as more-flexible working hours including in: • Increasing the number of female managers: and using positive images of women in the job There is still a gap in the ratio between the • advertisements. It is also offering a network and Competency-based recruitment, and in its percentage of female managers versus the recruitment training for managers mentorship programme for female managers on overall number of female employees. Rather than making this an overarching priority for a local level. • Work on health and wellbeing in the workplace, in order to detect early signals of the administration, the HR department is now targeting those departments where the gap When assessing the Administration’s internal health issues and provide early rehabilitation, as well as incorporating work - life balance is most pronounced. It is working with local work on Gender Equality and Diversity, the perspectives managers to find targeted solutions. Swedish Customs identified several challenges. The focus has been threefold; (i) nurturing For example, the Administration tended to get • Induction training for new employees, which covers customs officers’ role as public servants an organizational culture with strong values, ‘stuck’ in the first phase of gender mainstreaming representing the Swedish state. This reinforces (ii) ensuring that management positions also - the ‘diagnostic/assessment phase’ - without a number of principles, in which equal offer an appropriate work - life balance and (iii) managing to progress to actual implementation. treatment and gender equality are key. attracting and recruiting new managers using a competency-based management approach. This new working method has proved successful in those parts of the administration where it has been implemented, with the ratio of female managers increasing.

68 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 69 The Uganda Revenue Authority (URA) is • more frequently report cases of being UGANDA implementing the ‘Women in Trade Facilitation’ defrauded in the trade logistics chain than programme to support women traders. men, • are often the breadwinners, with responsibility REVENUE In 2017, the URA conducted a study on for caring for the whole family, cross border women traders to identify and • experience a significant knowledge gap due to understand the specific challenges faced by lower levels of education, these traders. The objective was to enable the AUTHORITY • are often not formally organized, URA to improve its services to the needs defined. • are more frequently the subject of seizures for The survey showed that women traders face smuggling by customs enforcement , and many more additional challenges than their male • have to walk long distances to sell their goods. counterparts. For example, women traders:

70 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 71 Moreover, the study showed that women were • Provided fully furnished and equipped office Many different stakeholders have been involved Ideas for future action include: underrepresented in the trade value chain, for spaces at the OSBPs to allow women cross in this programme. Different segments of women • example: border traders to become organized; traders (from small- scale, cross-border traders Partnering with other agencies to promote gender equality • Provided free warehouses at the OSBPs to to larger firms, both unorganized and organized), • Only 5% of Accredited Economic Operators store goods at zero cost, local community leaders providing political • Financially empowering women’s associations (AEO) were female owned, to further grow their businesses; • Conducted 38 sensitizations and trainings for support, members of parliament, border police, • Only 5% of the clearing firms were fully owned women traders, reaching approximately 400 security agents and many different customs • Conduct ‘Train the trainers’ workshops for by women, and participants in 2018; officers working at both the borders and at women, empowering them to manage their associations. • Only 26% of customs declarants were women. • Appointed Customs gender-focal persons headquarters in Kampala. at each station, who are responsible for the • Encourage cross-border women traders Based on the findings of the survey, and following practical implementation of the Women in All initiatives taken have received highly positive to grow from individual operations to its participation in the WCO-led pilot workshop Trade Facilitation framework and reporting feedback from women traders. The trainings associations. on “Advancing Gender Equality in Customs”, back to headquarters, increased knowledge among women traders, • Provide accessible data centres (such as held in Pretoria in May 2018, the URA decided • Developed specific Key Performance the office spaces with computers have provided internet cafes), and to develop the ‘Women in Trade Facilitation Indicators (KPIs) for those officers working the opportunity to become organized and the • Conduct more trainings in local languages that Framework’. The Framework was launched in at the border posts with responsibility for storage facilities at the OSBPs have reduced information traders can understand. implementing gender-responsive measures; August 2018 with the goal of contributing to the costs of transport and storage of goods and these included mapping and engaging with women’s economic empowerment through The URA is also looking forward to partnering local women’s trade associations, improved security. innovative and gender responsive trade with both international donors and other facilitative initiatives. • Established trade information centres at each Through implementing the Women in Trade stakeholders to further enhance gender equality OSBP to facilitate information-sharing with Facilitation Programme, the URA has developed in trade facilitation. To this end, the URA women traders, The objectives of the framework were to: many ideas on how to further improve and signed a Memorandum of Understanding with • Developed simplified information material on expand the offerings. TradeMark East Africa in March 2019. • build the capacity of women in trade and in trade procedures and translated it into several particular to increase the participation of local languages, women in formal trade, • Organized stakeholder meetings with other • simplify customs clearance processes and border agency representatives - including procedures; the border police, security agencies and • advocate for gender responsiveness among immigration authorities - to advocate for partners and stakeholders; support in implementing gender-responsive measures; • improve access to trade information, and • Introduced simplified payment mechanisms for • enhance communication with women traders. taxes, with apps and mobile payments, and

In order to improve the environment at the • Simplified temporary export and re- importation for cross-border traders. border posts and make them more gender responsive, the URA has undertaken the following initiatives:

72 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 73 HMRC (Her Majesty’s Revenue & Customs), the In 2018, HMRC made The Times newspaper’s United Kingdom’s tax, payments and customs ‘Top 50 Employers for Women’ ranking, thanks authority, is committed to advancing gender to its work on Gender & Carers’ Networks, equality and diversity. HMRC has a number of its recruitment efforts targeting women, its diversity networks and consultation groups that mentoring schemes for women and the events HER MAJESTY’S allow staff to influence decision-making and it organized to celebrate International Women’s business strategies. These networks provide a Day. These efforts have seen a significant forum to discuss serious concerns and to help increase in the numbers of women in senior REVENUE AND eliminate the barriers that exist for staff and management positions. customers from underrepresented groups. Networks have been set up for ethnic diversity, CUSTOMS OF THE disability, lesbian gay bisexual transgender, gender, carers and European Union (EU) nationals. There are also consultation groups for UNITED KINGDOM age and religion or belief.

74 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 75 Its Mission is to: How HMRC Staff Networks are Set Up

• Support all colleagues and provide a voice for • Each network is led by a Chair or Co-Chair, those who have an interest in gender issues and has a Steering Group made up of • Create support networks for members by Representatives (Reps) or Co-Reps from each encouraging physical and virtual networking of the 13 Regional Centres. HMRC Gender Network • Provide confidential support where and when • The Reps work both on central network activities and on local activities within their The HMRC Gender Network is a staff-led The network specifically aims to ensure that appropriate region. network, and it was passionate advocates for HMRC complies with, and promotes, gender • Consult members, in order to help improve our gender equality who made the case for such a and equality legislation and issues. The understanding of their concerns and inform • The Reps work in - and are funded by - one of HMRC’s businesses, but have their line network. HMRC has made a public commitment network helps create an organization where our actions towards them manager’s agreement to spend up to 20% of to reducing/eliminating gender wage gaps and differences between individuals are valued and • Work to understand and remove gender- their working time on network activities (for the network is helping to achieve this. The gender-related barriers are removed, enabling related barriers to individual development and Chairs, this rises to 25%). network’s role is essentially to provide advice, colleagues - regardless of their gender - to progression • HMRC also has a number of Diversity information and support to anyone within HMRC realize their full potential. The network acts as • Review new policies and guidance, giving Champions who are responsible for supporting on gender-related issues. Each geographical the ‘voice of staff’ in raising issues and concerns, consideration to the impact of these on and encouraging progress on particular area has its own regional lead, and their aim is to and helps HMRC to put in place improvements colleagues of all genders and consulting aspects of our diversity agenda. Diversity network members as appropriate, and improve customer service and job satisfaction as to address these. It also acts as a vehicle for Champions are passionate about equality well as to raise awareness of the barriers people promoting inclusion and showcasing the great • Work in partnership with other HMRC and and diversity and who - given in their very senior positions in HMRC - are well-placed to face, both in society and within the workplace. work of colleagues in the department. other Government departmental diversity networks and reach out to the broader HMRC drive and accelerate behavioural and cultural Regional leads are chosen on a voluntary basis, community, identifying linked concerns and change. through submission of expressions of interest sharing best practice. • The Chair meets quarterly with the Diversity (EOI). EOIs are the forwarded to the Gender Champion, monthly with the central HMRC Network Steering Group and then the wider Currently, around 85% of the HMRC Gender Equality, Diversity & Inclusion Team, and membership; however, a more consistent Network members are women. However, the quarterly with the other Network Chairs. process is being drafted. network is seeking to achieve gender balance in • Each network agrees an annual business order to be more representative of the make-up plan, in line with HMRC Equality, Diversity & of the employee base. For International Men’s Inclusion priorities. For example, The Gender Day this year, the network highlighted the role Network has three main priorities (others may of men with caring responsibilities. Male carers emerge from the work the network does): are often forgotten, but they are a group that o Raising awareness of job sharing and the are rapidly growing. Male carers were given the increasing numbers of HMRC staff who job opportunity to voice their concerns and share share (where two part-time staff share one full-time role). their stories. Open conversations have also been HMRC Gender Network Logo held with men in the department, facilitated by a o Raising awareness of domestic abuse and Dark green represents HMRC, Gender Champion, giving an insight into some of supporting those colleagues who may experience it. pink represents female, blue the issues that impact men in particular. represents male and lighter o Raising awareness of gender-specific health green represents non-binary. The conditions (eg the menopause, prostate choice of the colours shows that cancer) the Gender Network is open to everyone.

76 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 77 Staff Feedback

One of the advantages of the staff network is that it lets people provide feedback, both positive and negative. For example, the Gender Network has an email inbox and a Yammer group (an organizational social networking tool), allowing everyone with the opportunity to have their voice heard.

Staff may just wish to say thank you after they have attended an event or received information, for example:

– Following a job-share presentation: “Excellent session at lunchtime today about job sharing; thank you to all who attended and to the pre- senters”

– A message about how staff are now able to obtain additional security passes if they are gender fluid and use different identities at work: “Fantastic news. Well done to everyone who made this happen.”

Others may be asking questions, seeking contacts or information:

– On job share: “Does HMRC have a process where part-time staff can be matched with other part time staff doing a similar role?”

Some may also be seeking an explanation, or offering suggestions on how the network can be improved. The feedback allows the network to judge whether they are prioritizing those issues that are important to HMRC colleagues, thus allowing for continuous improvement.

78 COMPENDIUM | Gender Equality and Diversity in Customs The United States Customs and Border The introduction to this policy makes the UNITED STATES Protection (CBP) is strongly committed to following statement: promoting gender equality and diversity. This is why the CBP has developed a Diversity and “The CBPs workforce interacts with diverse CUSTOMS Inclusion Strategic Plan and is also engaged in customers each day, therefore it is imperative various proactive initiatives to hire and retain that we develop and implement strategies a diverse workforce. The CBP’s objectives on to attract, recruit, hire and retain a flexible AND BORDER gender equality and diversity are strongly linked and diverse workforce that is capable of to the national objectives and laws. accomplishing the mission.” PROTECTION

80 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 81 The CBP Diversity and Inclusion Strategic Plan In the CBP Diversity and Inclusion Strategic Plan, In addition, the CBP has created its own vision The CBP’s Office of Human Resource 2016–20 was developed in 2015 and pursues you will find the following objectives: and mission statements related to diversity and Management is also engaged in the objectives the same goals as the US Government-wide inclusion: of employing a diverse workforce and executing • Inclusive Diversity Strategic Plan from 2015, To promote diversity and inclusion in the Agency’s mission. As America’s largest law leadership development programmes. which identified the following main objectives: CBP Diversity and Inclusion Mission Statement: enforcement agency, operating nationwide and • To develop a culture of inclusion. CBP will recruit, retrain, develop and advance a with a complex mission that relies on a broad 1. Leaders Lead: Agency leaders shall intensify • To increase employment for individuals with diverse, high-performing workforce that draws range of skills, perspectives and experience, it and innovate their inclusive diversity efforts disabilities. from all segments of society and values fairness, is imperative that the CBP’s workforce mirrors through the active participation of leadership diversity, and inclusion. to accomplish the agencies’ missions. • To develop a communication strategy to the diverse communities that it serves. The engage all stakeholders, and integrate diversity Special Emphasis Recruitment Programme was 2. Connected Culture: Federal agencies shall CBP Diversity and Inclusion Vision Statement: management and inclusion as a key strategic established to focus exclusively on attracting create and foster cultures that encourage priority. CBP strives to be the nation’s premier law employees to feel uniquely valued and underrepresented groups to the CBP mission, enforcement agency and a model employer by experience a sense of belonging, engagement • To engage employees as responsible agents of including women, African Americans and other leveraging diversity and fostering inclusion to and connection to the agencies’ missions. diversity and inclusion, and minorities as well as individuals with disabilities. deliver the best public service. 3. Data driven diversity: Federal agencies shall • To enhance student programmes and expand In addition, the CBP is proactively emphasizing strategic relationships with institutions for its diversity in several recruitment initiatives, create and foster diverse, high-performing Under the CBP’s Diversity and Inclusion workforces, utilizing data-driven approaches higher education. including the design of the CBP outreach Strategic Plan, all of the CBP’s program offices and optimizing policies, processes and materials (e.g. brochures, flyers, videos, etc.) have a vital role in promoting diversity and programmes to drive inclusive diversity that are helping brand the agency as an inclusive inclusion. The CBP’s Privacy and Diversity Office efforts and accomplish the agencies’ missions. organization that welcomes diverse applicants. (PDO) is responsible for developing, establishing, and administering CBP policies, implementation In addition, the CBP has held focus groups, guidelines, standards and programmes necessary workforce surveys and extensive research to ensure compliance with Federal civil rights to identify the biggest gaps and barriers to and civil liberties laws, executive orders, and retaining a diverse workforce. The data showed relevant Federal policies. In this role, the PDO that remote locations and forced overtime exert coordinates with the CBP’s programme offices to pressure on the workforce; those who lacked develop and implement the policies, procedures, sufficient support in caring for children or other and internal controls needed to successfully family members were incentivized to leave implement this plan. The PDO also provides the organization. The CBP extended the Child equal employment opportunities, diversity and Care Subsidy Programme to include expanded inclusion as well as civil rights and civil liberties employee eligibility and to add a Backup Care services to the more than 60,000 employees Programme directed at employee and family within the CBP. support. The HRM expects these services to positively impact retention.

82 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 83 As well as its established policies and practices, The following list highlights just a few of the the CBP also sponsors many programmes CBP’s accomplishments since initiating the promoting diversity. This includes Women’s Diversity and inclusion Strategic Plan: History Month, highlighting the numerous • accomplishments by women and recognizing Issuing a Diversity and Inclusion Policy Statement. their huge impact in the workplace. During Women’s History Month, the CBP regularly • Developing an updated diversity awareness training module that focuses on building an features women in its senior leadership roles, inclusive culture. such as the current Chief of the US Border Patrol. Such programmes are designed to • Sponsoring more than 5,000 diversity programme observances, and educate, engage, and inspire others to pursue senior management positions. • Increasing the overall number of - and the proportion of - women in the CBP’s workforce. Each year, the CBP publishes - along with all other federal agencies - its “Anti-Harassment Policy”. On 5 June 2019, CBP’s updated Policy Statement was signed, serving as a reminder that all CBP employees deserve to be treated with respect and dignity and that they have a responsibility to build and maintain a workplace free of discrimination and harassment.

To ensure the objectives on gender equality and diversity are implemented, and to raise staff awareness on their rights and obligations, CBP employees must complete annual trainings on “preventing workplace harassment”.

Based on data gathered by PDO in conjunction with HRM, using employee survey results, workforce data, and studies, the CBP has increased its focus on promoting workforce resilience and employee engagement.

84 COMPENDIUM | Gender Equality and Diversity in Customs The General Department of Vietnam Customs The general objective of the GDVC action plan VIETNAM (GDVC) adopted its most recent Action Plan is to reduce gender gaps, enhance the role of for the Advancement of Women in 2016, which women in various of its working areas and to covers the period 2016-20. This Plan, as with contribute to the successful implementation of CUSTOMS previous editions, were developed in accordance the National Strategy on Gender Equality for with the National Strategy on Gender Equality of 2016-2020. Vietnam. They are considered as integral to the Vietnam Customs Reform and Modernization Strategy.

86 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 87 For Objective 1, the administration has set the In addition, the GDVC and its Board for Implementation of the Strategy following targets: Advancement of Women have proposed specific solutions for each of the defined objectives. Currently, there are 18 departments / divisions – To strive for the percentage of 38% or These solutions are robust steps to ensure that within the GDVC and 35 customs houses at higher of women participating in steering the set of targets designed for each objective are a provincial level. Although all are involved committees in the 2016-20 tenure: 38% of the The following six specific objectives have been in implementing the GDVC’s action plan, the trade union executive committee to consist met. identified: of female officers and 30% of the youth union principal agencies are as follow: executive committee. For example, the proposed solutions for 1. To intensify women’s participation in achieving Objective 1 are as follow: • GDVC’s Board of General Directors managerial and leading positions in order to – For a female officer as GDVC General Director • GDVC’s Board for the Advancement of gradually narrow the gender gap in decision or Deputy General Director by 2020. • To increase the engagement of customs leaders Women making positions. – By 2020, 50% of those customs branches and and managers at all levels in implementing the • Heads of the steering committees, trade 2. To exercise equal rights for women in labour divisions under GDVC with over 30% female Action Plan through regulations. For example, unions, and youth unions, and and employment. employees will have women holding key Boards for the Advancement of Women at all leading positions. levels must include the directors and heads of • GDVC’s Department of Personnel and 3. To raise the quality of female human resources relevant departments. Organization and the Department of Finance – and to gradually ensure equal participation in – By 2020, women will make up 8% of the Administration. education and training for men and women. department’s directors or equivalent positions • To establish long-term planning for within senior ranks, including 10% of the female managers and leaders with specific 4. To ensure gender equality in access to, and deputy directors or equivalent positions. proportions of women expected for each Among these, the GDVC’s Board for the benefits from, healthcare services. Among middle managers, women will account leadership title. Advancement of Women, with representatives 5. To ensure gender equality in family life and for 35% of the Heads of Division, Deputy from all the above agencies, has a key role to play • To ensure transparency in the nomination gradually eliminating gender-based violence. Heads of Division and similar positions. process, with clear requirements for each in implementing the strategy, by: 6. To enhance the capacity for personnel to position, giving women and men equal The priorities for implementing the Action Plan manage gender equality. opportunity to be promoted. • Developing working regulations with the are as follows: Board, drafting the action plan and related • To deliver capacity building programmes and For each objective, has GDVC established measures for achieving the targets, directing • Enhancing the leadership and supervision of projects, including training and retraining its implementation throughout the GDVC and detailed measures for implementation and gender equality work by steering committees courses, to enhance managerial knowledge its provincial customs houses. evaluation. and customs authorities at all levels. and skills, the use of foreign languages and information technology. The eligibility • Providing guidance for, and following up on, • Improving the legal frameworks for gender and expected rates of female colleagues’ implementation of the regulations and plans equality and promoting gender mainstreaming. participation in these programmes are clearly for the advancement of women. • Enhancing the managerial capacity for gender and transparently stated. • Coordinating with the Department of equality with different education programs. • To disseminate and communicate in order to Administration and Finance to ensure appropriate funding for the Committee’s • Accelerating dissemination and raise awareness of the importance of gender activities, according to the allocation and communication activities for raising awareness equality and women’s role in developing guidance of the Ministry of Finance and the of gender equality. the organization via publications, seminars, workshops, meetings dialogues, celebrations National Committee for the Advancement of • Mobilizing – and using efficiently - financial and awards. Women in Vietnam. resources for gender equality work and • Collaborating with relevant agencies inside to allocate budget for gender equality • To exercise periodical monitoring, and outside the system to carry out activities programmes according to State budget and set up reporting systems for the and programs effectively for the advancement decentralization. relevant departments and local customs administrations to ensure they are effective in of women in customs, and • Strengthening inspection and evaluation of the implementing the action plan. • Conducting preliminary and final reviews implementation of the gender equality legal of the Board’s activities and the action plan framework and the action plan for advancing implementation throughout Vietnamese women in the GDVC and in local customs customs system. houses.

88 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 89 Results Outlook

There have been significant improvements since While Vietnam Customs has made important the adoption of the GDVC’s action plan (2016- progress in advancing gender equality in recent 20). These improvements build on the advances years, the administration acknowledges there achieved by previous action plans. is still progress to be made. The administration is currently analysing the results of the GDVC’s • There has been an increased level of attention action plan 2016-20, and is currently developing and participation of leaders and managers at a new plan for the coming years in order to all levels. sustain the positive outcomes and bridge • Boards for the advancement of women have remaining gaps. been established at every customs house in the country, with managerial-level representatives Vietnam Customs has recognized that, in future, at all levels. the administration may need to focus more • The Action “For the advancement of women” on gender mainstreaming and on enhancing has become viewed as an integral part of the monitoring and evaluation, including collecting ongoing Customs Reform and Modernization strategy at the GDVC. data for evidence-based decision making. The administration further acknowledged that it will • All provincial customs houses have joined the be essential to develop further training modules GDVC’s action plan. Furthermore, they have developed their own local action plans - in on gender equality and diversity for managers accordance with the GDVC’s overarching and staff. To accelerate this progress, it is also approach for the respective period - and keen to increase international cooperation periodically report to headquarters on their and exchange of experiences to stay abreast of implementation. international standards and best practices. • These action plans have seen the level of women working in customs increasing significantly. In the 2000s, Vietnam Customs was male dominated, something that has changed dramatically. Women made up 47% of new recruits in 2001, increasing to 82% in 2010 and in subsequent years. As a result, the proportion of female staff reached 34% in 2018, rising to 39% in April 2020, significantly narrowing the gender gap in Vietnam Customs. • The educational levels of women working in Vietnam Customs have increased substantially, from 80% of female staff holding a vocational or bachelor’s degree in 2010 to 95% in 2020. • Among senior ranks, the rate of women holding a Department Director or a Deputy Director role has increased from none in 2000 to around 9% in April 2020. While women made up only 13.9% of middle managers (Head of Division, Deputy Head of Division and similar positions) in 2009, this had increased significantly to 30% by April 2020.

90 COMPENDIUM | Gender Equality and Diversity in Customs COMPENDIUM | Gender Equality and Diversity in Customs 91 Contact us: [email protected] Visit our website: wcoomd.org

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Disclaimer: This Compendium was made possible with the support of the Trade Facilitation Programme in Middle Income Countries (TFMICs) under the Global Trade Programme of the United Kingdom’s Prosperity Fund.

Photo credits: Cover Page: p. 22, 23, 29, 41, 73, 74, 75, 82: © iStockphoto - P. 4, 11, 12: © Australian Border Force - P. 6: © WCO - P. 9: © Iran Customs - P. 14, 15, 16, 17: © Federal Revenue of Brazil - P. 18, 19, 20: © Finnish Customs - P. 26, 27, 52: © Adobe.com - P. 30, 31, 32, 35: © Indonesia Customs - P. 36, 37, 38: © Israel Customs - P. 42, 43, 44, 45: © Jamaica Customs - P. 46, 47, 49: © Mali Customs - P. 50, 51, 55, 57: © New Zealand Customs - P. 58, 59, 60: © Philippines Customs - P. 62, 63: © South Africa Revenue Service - P. 66, 67, 68: © Swedish Customs - P. 70, 71: © Uganda Revenue Authority - P. 79: © Irish Customs - P. 80, 81, 85: © United States Customs and Border Protection - P. 86, 87, 91: © Vietnam Customs.

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